OL-7105: Leadership in Organizational Change

Hultman, K., & Hultman, J. (2018). Self and identity: Hidden factors in resistance to organizational change. Organization Development Journal, 36(1), 13–29.
This article provides additional reasoning for why individuals may resist change, primarily as it relates to a person’s sense of self. As this may not be content readily shared, particularly where there is a low sense of trust, the insights gleaned from this article may provide a perspective for leaders that may otherwise remain missing.

Moutousi, O., & May, D. (2018). How change-related unethical leadership triggers follower resistance to change: A theoretical account and conceptual model. Journal of Change Management, 18(2), 142–161.
This article provides useful background on how leader behaviors can directly influence the success – or failure – of change management initiatives within organizations.

Raza, S., & Standing, C. (2011). A systemic model for managing and evaluating conflicts in organizational change. Systemic Practice & Action Research, 24(3), 187-211.
This proposed model may prove useful for leaders facing conflict within the context of change management processes, providing a method to evaluate and address key challenges that may emerge.